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Municipality of North Perth Corporate Strategic Plan 2012 – 2017

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Municipality of North Perth Corporate Strategic Plan 2012 – 2017 Municipality of North Perth Corporate Strategic Plan 2012 – 2017 PART II Key Findings Report - Background Analysis and Community Engagement Millier Dickinson Blais: County of Perth: Corporate Strategic Plan 2012-2017: Part II – Key Findings Report Contents 1 BUILDING THE PLAN ..................................................................................................................... 1 1.1 PURPOSE 1 1.2 APPROACH 1 2 CURRENT POLICY FRAMEWORK ................................................................................................. 3 2.1 EXISTING POLICY FRAMEWORK MATRIX 9 3 COMMUNITY ASSETS .................................................................................................................. 11 4 OUR CURRENT STATE ................................................................................................................ 13 4.1 COMMUNITY PROFILE 13 4.2 COMPETITIVE ANALYSIS 17 5 COMMUNITY ENGAGEMENT ....................................................................................................... 36 5.1 COMMUNITY CONVERSATIONS 36 5.2 ONLINE SURVEY RESULTS 39 5.3 INTERVIEW SUMMARY 47 5.4 SENIOR STAFF SESSIONS 51 5.5 COUNCIL SESSIONS 53 Millier Dickinson Blais: County of Perth: Corporate Strategic Plan 2012-2017: Part II – Key Findings Report 1 Building the Plan 1.1 Purpose The County of Perth has, and will continue to face, slow population growth, a changing agricultural base and a changing general economy. With a shifting and fast paced provincial and global economy, the need for a Corporate Strategic Plan that is focused on the emerging opportunities and challenges for the community is increasingly important. This is even more relevant given the County’s proximity to several identified urban growth centres, under the Places to Grow Plan. The purpose of the Corporate Strategic Plan is two-fold. Firstly, it is to clearly define a common vision for the community that will define the success of the County of Perth and its member municipalities. Equally important, the Plan is intended to provide Councils and staff with a framework or roadmap for decision making. The Plan seeks to prioritize the key programs, services and initiatives based on the needs, values and aspirations of community members and the service delivery realities of the County and its member municipalities. A detailed action plan will provide direction for the County over the next 5 years and a set of performance measurements will assist the County in the implementation and evaluation of activities and ensure that the vision and mission are accomplished. 1.2 Approach A crucial first step in the development of the Plan has been the preparation of a Key Findings Report. The approach employed in the completion of this phase of the Plan involved a number of methods. A review of existing policy documents related to a broad range of issues in the County and its member municipalities was completed. This review provided insight into the assets, opportunities and challenges in the community. In addition, a cornerstone to developing the Corporate Strategic Plan is an understanding of the community in terms of its assets – business base, labour force, quality of life indicators – as well as its local and community networks and quality of place elements. This was achieved through an assessment of the regional economy in the form of a demographic profile and competitiveness analysis. This assessment highlighted the key patterns of change in the County compared with the Province of Ontario. Community engagement is an important aspect of the preparation of any strategic document. During this process, a number of engagement channels were utilized to gain broad-based input from County and local municipal staff and Council, community residents, businesses and key stakeholders. A survey was distributed through the community using a traditional (paper) and a web-enabled format. In addition, interviews were conducted with County and local municipal councils and staff to gain an understanding of their vision for the community and key areas of service delivery. Other 1 Millier Dickinson Blais: County of Perth: Corporate Strategic Plan 2012-2017: Part II – Key Findings Report stakeholders (resident, business and community) were also interviewed throughout this process to gain additional insight. Five community focus groups, one for each municipality and one for the county, also allowed community members to share their ideas and identify the key priorities and actions for the Plan that would be critical to achieving the desired community vision. This process of community engagement was facilitated through the development of local networks in the community and through the use of social media. 2 Millier Dickinson Blais: County of Perth: Corporate Strategic Plan 2012-2017: Part II – Key Findings Report 2 Current Policy Framework A comprehensive review of available background plans and policies provide a strong understanding of the current programming and socio-economic activities in Perth County and its municipalities. This assessment will also inform a review of the strengths, weaknesses, opportunities and threats related to the County and communities ability to retain, expand and attract new residents and business investment. Understanding the current policy environment in Perth County is vital to establishing a base of knowledge on which to build the Corporate Strategic Plan. North Perth Master Growth Plan The Municipality of North Perth undertook a Master Growth Plan to outline future growth areas in the Municipality for the next 20 years, which will provide the policy basis for amendments, identify future capital works, and guide the community in identifying future growth patterns. Priorities of the plan include: . Future residential growth should be largely accommodated by the Listowel and Atwood settlement areas, which currently have sufficient water and sanitary services available to support the plan. Focusing future growth in these areas allows for the preservation of agricultural land and environmental features. Harmonizing land designation categories to eliminate inconsistent approaches for lands designated for settlement. New development should be prioritized through infilling, intensification, adaptive reuse of existing buildings and brownfield redevelopment before urban expansions. The Official Plan priorities are important to the Corporate Strategic Plans for Perth County and partner communities as they provide insight into the development priorities for the region, as well as the importance of the agricultural land bases and natural heritages areas. Strategies and actions must consider the Official Plan policies and should leverage and reflect the priorities outlined in the document. Financial Rationalization Study (2005) A year after the Municipality of North Perth was formed, from the amalgamation of the Town of Listowel and the Townships of Elma and Wallace, the Recreation Advisory Committee and the Municipality identified a need for a financial rationalization study of the parks and recreation services. 3 Millier Dickinson Blais: County of Perth: Corporate Strategic Plan 2012-2017: Part II – Key Findings Report In 2004, the administration and operational costs of the local arenas, parks, pools and community centres, as well as the recreational programs, cost $1,698,931 while generating 1,191,746 in revenues. The net cost for parks and recreation in 2004 was $507,185 or $37.57 per capita based on a population of 13,500. The study makes several observations: . The current administrative structure is complex and involves four levels; the Municipal Council, municipality-wide Recreation Advisory Committee, a special purpose committee and the municipal department with the staff and resources. The residents of North Perth enjoy a high level of access to arenas in the municipality; if a larger urban centre should develop new arenas, local arenas could become under-utilized. Several facilities are facing significant capital investments in the next five years. Community input demonstrated that most residents feel they have good service and that the current model is effective, however they worry about the current and future costs of operations and maintenance for the facilities. Following these observations, the study made the following recommendations: . Reorganize the delivery model by removing the boards and committees. Redevelop the Recreation Advisory Committee to undertake, planning, policies and strategy development for parks and recreation, with the Director taking on the task of ensuring their directives are put into action. Devise a capitalization plan for the trails system and develop a trails committee. Do not undertake any new sport-field development in the near future. Develop a marketing and communications plan for parks and recreation to enhance community awareness of the facilities and programs. The financial rationalization study underlines importance of efficiency and feasibility in service delivery. Its findings are important to the Corporate Strategic Plans for Perth County and partner communities as it provides insight into the Municipality’s management of this core area of services. Strategies and actions in the Corporate Strategy must consider the financial burden of service delivery to residents. Master Fire Planning Process Draft Action Report (2007) The Draft Action report creates options and recommendations for the current and future fire protection services. Currently, the Municipality is within a normal range for
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